Glenn Tilton
Glenn Tilton
Glenn Tiltonwas Midwest Chairman and a member of the Executive Committee, at JP Morgan Chase, a position he has held from June 6, 2011 to 2014. Tilton was formerly non-executive Chairman of United Continental Holdings Inc.,, the parent company of United Air Lines, Inc. and Continental Airlines, Inc. as of October 1, 2010. Tilton was formerly Chairman, President, and CEO of UAL Corporation from 2002-2010...
against airline aviation barriers bias carriers coherent compete global policy prevent risk scale size unable
Without a coherent U.S. aviation policy that reverses the bias against airline size and removes the barriers that prevent us from constructive consolidation, U.S. carriers will be unable to compete on a global scale and we risk being marginalized,
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While no one underestimates the magnitude of the challenge, we are making good progress on our financial recovery program, ... We continue to work vigorously with all of our unions and other parties to achieve our number one goal: restoring the financial health of this airline without the necessity of an in-court process.
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United has the most committed employees and strongest airline franchise in the world. We will not let it fail. We look forward to working with you to implement the coalition framework,
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United Airlines will continue to provide customers with the same experience and level of service they have come to expect, ... We stand by our commitment to provide customers with convenient schedules, quality onboard services and the most extensive route network in the U.S. and abroad.
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When we started this journey three years ago, many people questioned our ability to rebuild United into a company with a sustainable future, but together we have created a fundamentally better airline -- strong, confident and ready to compete with the world's best.
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Clearly, we're disappointed that our mechanic and related employees, represented by IAM District 141M, did not approve the tentative agreement with United, ... Nevertheless, we remain fully committed to the goals of the United Airlines Union Coalition in achieving labor cost savings that will enable us to secure federally backed loans.
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Before today, of the 166 airline bankruptcy filings since 1978, only two passenger carriers have successfully restructured and exited as viable businesses. That will soon change to three.
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This is a huge step in enabling this airline to emerge from Chapter 11 as a stronger, more competitive company,
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Our plan will have to be more aggressive than it was out of court. We will need more cost savings. Work rules will have to be on the table. We have to take this opportunity to create a different and durable cost structure that allows us to compete and succeed in a different revenue environment.
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other U.S. competitors who provide a commodity product with the barest minimum of service.
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reflects the financial foundation of the much stronger, much more competitive United that we have built.
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We also recognize that there is work where we at United do not have an advantage. That work is performed for us by vendors in the U.S., Korea and other countries, now including China.
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Today, we have the business platform we need to compete with the strongest carriers and a clear strategy of offering the right service to the right customer at the right price.
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United will have to address the issue of the competition from low-cost carriers, ... United is going to have to broaden our appeal to more customers than simply high-end customers. United is going to have understand that, in the aggregate, there are fewer customers out there, so we have to appeal to them all.